Project Expansion: Planning, Implementing, and Managing for Success

1. Project Expansion: Planning, Implementing, and Managing for Success Presented by: US DOL/ETA Division of Youth Services

2. Planning for Success • System implementation projects, in general, experience low success rates: • 28% of projects meet full success • 49% of projects are fully completed, but over budget, over schedule and lack full scope of planned functionality • 23% of projects experience complete failure or are cancelled [1] • Undoubtedly offender-focused programs have even higher failure rates. [1] Extreme Chaos, 2000. The Standish Group

3. Planning for Success • The key contributing factors to implementation failure reported were: • Lack of planning – unclear vision, goals and approach, not aligned with vendor/service provider incentives, schedules, other program priorities and other resource responsibilities. • Incomplete, unclear and/or changing requirements. • Lack of executive/community support and commitment. • Lack of resources dedicated to the project (staff, time, money, participant involvement, project management and IT support)

4. Other contributing factors to implementation failure are: Unrealistic expectations for what can be accomplished and how quickly it can occur. Believing the vendor/service provider will assume responsibility for all tasks Hoping the vendor/service provider will fix your operational and personnel problems Fear of change Fear of technology Planning for Success

5. Keep you on the right side of these statistics Help you think through project expansion planning and implementation decisions Understand the options Understand the risks Position you for implementation success Expansion Workshop Goals

6. Integration/Interface Development Detailed Implementation Planning Prelim. Implementation Planning Implementation Training Identifying Requirements Initial Workflow Planning Detailed Demonstrations Refined Cost Analysis System Configuration Reference Verification Contingency Planning Community PR Vendor Negotiation Vendor Research Defining Goals Staff Training Prioritizing Site Visits Go Live Dry-Run Selecting Implementing Envisioning Evaluating Stabilizing & Enhancing Building Commitment The Project Expansion Process

7. Integration/Interface Development Detailed Implementation Planning Prelim. Implementation Planning Implementation Training Identifying Requirements Initial Workflow Planning Detailed Demonstrations Refined Cost Analysis System Configuration Reference Verification Contingency Planning Community PR Vendor Negotiation Vendor Research Defining Goals P&P Changes Prioritizing Site Visits Go Live Dry-Run Selecting Implementing Envisioning Evaluating Stabilizing & Enhancing Building Commitment The Project Expansion Process

8. Establish an Effective Implementation Team Finalize Project Goals & Priorities Establish Implementation Strategies and Scope Develop the Implementation Plan with a Realistic Timeline Emphasize Communication Establish Benchmarks to Measure Project Success Implementation Planning – Steps for Success

9. Skilled & Knowledgeable Project Director Community Leadership Local system Representation JJS, WFD, PSD, etc. Network/Technical Analyst Trainer Step 1 - Implementation Team Key Participants

10. Step 2: Finalize Project Goals & Priorities • What is the vision for the project? • What is needed to help the project achieve? • Sustained quality of service for program participants • Ease of expansion and program integration into existing youth service network • Controlled costs • Higher ROI • Other ? • Which program features & functions support these goals?

11. Some Causes of Scope Creep • When we suddenly realize that our project’s scope has expanded far beyond its initial boundaries – • when we have that how-did-we-ever-get-here feeling – we’re experiencing the downside of scope creep. • Preventing scope creep starts with understanding how it happens.

12. Scope Creeping More common sources of scope creep. • The unknown • Projects are ventures into unknown territory. Sometimes we underestimate the complexity of the problem we've tackled. • Perfectionism • We sometimes forget that good enough is good enough. • Placating conflict • We'll do almost anything to avoid dealing with conflict directly. We'll even expand project scope to satisfy all conflicting parties. When we placate conflict, we run the risk of creating a project that nobody can execute.

13. Scope Creeping • Assimilation • To secure resources, programs sometimes seek partnerships based on a seemingly "natural fit" or for purposes of "efficiencies." But consolidation isn't free, and the efficiencies are often illusory. • Career advancement • By commandeering more resources, the leaders of a project can enhance their organizational power. Senior managers must learn to recognize these tactics, and approve scope expansions only on the basis of sound management principles.

14. Scope Creeping • The union of all misunderstandings • If scope isn't clearly defined at the outset, misunderstandings result. When that happens, to preserve consensus that the project should continue, we might have to expand the project scope to include the union of all initial understandings. Making things painfully clear at the outset is worth the effort. • The Donald Crowhurst effect • Donald Crowhurst was a participant in the 1968 round the world single-handed sailing race sponsored by the London Sunday Times. As described in a 1970 book by Nicholas Tomalin and Ron Hall, his life pattern was to tackle ever-larger projects, concealing a pattern of failure. Like Donald Crowhurst, some projects expand their scope to avoid acknowledging failure. Failure or restart must be realistic options for any project manager.

15. Phased vs. “Big Bang” Implementation Incremental functionality vs. full system implementation Phased participant services vs. immediate full implementation Step 3: Establish Implementation Strategy & Scope • Communication Strategy • “Go-Live” Date Constraints & Planning

16. Incremental vs. Full System Functionality Do we want/need all functions/services available “Day One”? Can we absorb that level of change at one time? Can we take on that level of implementation work at one time? If not: Based on the priorities of project goals Based on the time and resources that can be allocated What functions do we want/need immediately? In what sequence should we add the other functions? Over what period of time? Implementation Strategy & Scope –Phased vs. “Big Bang” Implementation

17. Establish Facility location Satisfy logistical requirements For program, staff, and participants Staffing in Proportion to participants served Provide minimum hardware/software and training material requirements Staggered enrollments based on growing program capacity Community-based roll-out Signage Hosted Events Implementation Strategy & ScopeExample - Incremental Functionality

18. Phased Program Services vs. Immediate Full Implementation Will we be ready for everyone to “Go Live” at the same time? Can we absorb that level of change at one time? Can we support everyone on “Day One”? If not: Who/what areas should go first? What impacts will this mix have on the overall design of and delivery of program components? In what sequence should we add program components, staff, participants? Over what period of time? Implementation Strategy & Scope – Phased vs. “Big Bang” Implementation

19. Program Cross-over/Coverage Participants Sites Programs Teams Case Management Support staff Technical Support Maintenance of Mixed Program Elements Labor Distance between sites Cohesiveness and consistency of services Implementation Strategy & Scope – Phased Participant Considerations

20. External Promotional Community Reaction Internal Employee Reaction Job loss Role change Technical challenges Stakeholders Implementation Strategy & Scope – Communications Strategy & Approach

21. When is the best time to implement? Are there key resource constraints? Are there any other program activities to plan around? Implementation Strategy & Scope – Implementation Date

22. Step 4: Develop the Implementation Plan with a Realistic Timeline Based on the goals and strategies set for the program expansion project: • What specific tasks need to be done? • By whom? • When? • How long will all this take to complete?

23. Communicate program vision, goals, strategies & approaches Establish overall project structure & parameters Contacts Escalation Build relationships Confirm requirements Establish agreement on: Tasks Roles and responsibilities Time requirements Developing the Implementation Plan –Conduct Vendor/Service Provider Planning Meetings

24. Developing the Implementation Plan –Confirming Requirements • Facilities/Support • xxxx • xxxx • xxxx • Staff • xxxx • xxxx • Program • xxxx • xxxx • xxxx • Other Considerations

25. Developing the Implementation Plan –Defining the Detailed Tasks & Responsibilities • Workflow Design/Confirmation • Policy & Procedure Changes • Job Changes • Program Design & Configuration • Report Design/Project Forecasting • Facilities/Support • Training Needs • Project team • Participant

26. Developing the Implementation Plan –Defining the Detailed Tasks & Responsibilities • Go-Live Planning • Staff schedules • Support • Dress rehearsal • Go/No Go decision • Flipping the Switch • Celebration • Stabilization

27. Developing the Implementation Plan –Documenting the Plan • Milestones • Tasks • Dependencies • Responsibilities • Vendor/Service Providers • Program • Individual • Time requirements

28. Developing the Implementation Plan –Setting a Realistic Timeline • Bottom Up Estimation • Let the tasks & resources drive the timeline OR • Provide the resources to support the tasks for the timeline • Remember Schedule Constraints • Set a “Go-Live” that is Achievable • Communicate It

29. Managing Risks • What is Risk? • A risk is something that may happen and if it does, will have an adverse impact on the project. • A few points here; "that may happen" implies a probability of less then 100%. If it has a probability of 100% - in other words it will happen - it is an issue. • A risk must also have a probability something above 0%. It must be a chance to happen or it is not a risk.

30. Risk? • The second thing to consider from the definition is "will have an adverse impact". • If it will not have an adverse impact, it is not a risk. Suppose we said a risk was that we would find the project less complicated than we thought, and could finish early. • Unless finishing early has an adverse effect on the project, it is not a risk.

31. The Risk Management Plan • There are four stages to risk management. They are: • • Risk Identification • • Risks Quantification • • Risk Response • • Risk Monitoring and Control

32. Risk Identification • In this stage, we identify and name the risks. The best approach is pull together key players, partnerships, etc., to help carry out this identification. • There are different sorts of risks and we need to decide on a project by project basis what to do about each type. Business risks Generic risks

33. Defining Risk Risks should be defined in two parts. The first is the cause of the situation (Vendor not meeting deadline, Business users not available, etc.). • The second part is the impact (Budget will be exceeded, Milestones not achieved, etc.). • Hence a risk might be defined as "The vendor not meeting deadline will mean that budget will be exceeded". • If this format is used, it is easy to remove duplicates, and understand the risk.

34. Risk Quantification • Risk need to be quantified in two dimensions. • The impact of the risk needs to be assessed. • The probability of the risk occurring needs to be assessed. For simplicity, • rate each on a 1 to 4 scale. • The larger the number, the larger the impact or probability. • By using a matrix, a priority can be established.

35. Risk Probability Matrix _________________ 4 | | | 3 | Med | Critical | ________________ Probability 2 | | | 1 | Low | High | _________________ 1 2 3 4 Impact • Note that if probability is high, and impact is low, it is a Medium risk. On the other hand if impact is high, and probability low, it is High priority. A remote chance of a catastrophe warrants more attention than a high chance of a hiccup.

36. Risk Response There are four things you can do about a risk. The strategies are: • • Avoid the risk. Do something to remove it. Use a different vendor/service provider for example. • • Transfer the risk. Make someone else responsible. Perhaps a Vendor can be made responsible for a particularly risky part of the project. • • Mitigate the risk. Take actions to lessen the impact or chance of the risk occurring. If the risk relates to availability of resources, draw up an agreement and get sign-off for the resource to be available. • • Accept the risk. The risk might be so small the effort to do anything is not worth while.

37. Rick Control • A risk response plan should include the strategy and action items to address the strategy. The actions should include what needs to be done, who is doing it, and when it should be completed. • The final step is to continually monitor risks to identify any change in the status, or if they turn into an issue. It is best to hold regular risk reviews to identify actions outstanding, risk probability and impact, remove risks that have passed, and identify new risks.

38. Risk Management In Summary • Risk management is not a complex task. If you follow the four steps, you can put together a risk management plan for a project in a short space of time. • Without a plan, the success of the project, and the reputation of your program are on the line. Follow these steps and you will increase your chances of success.

39. Ease concerns Job security Technical learning support Tell them what to expect & when Step 5: Emphasize Communication • Internal Communication • Enlist full support

40. Community Communication Tell them what you are doing & why Provide consistent answers to questions & concerns Keep them informed on progress Communicate enthusiasm & confidence Include them in program success celebrations Emphasize Communication

41. Measurements based upon goals Participation Literacy and Numeracy Gains: Literacy Numeracy Long-term Placement Recidivism Individually stated goals ? Step 6: Establish Benchmarks to Measure Project Success

42. Planning for Success Good implementation planning leads to…….. SUCCESS

43. Thank You for Participating For more information, contact: Technical Assistance at: Abt Associates US DOL at: Richard Morris Sherry West LaSharn Youngblood